While there is much work
being done on the impact on unconscious bias in the workplace, another potent
influence needs to be factored into the design of programs aimed to increase
diversity and inclusion – a factor which explains the changes in the behaviours
needed to move up the corporate ladder.
The Q Model explains those factors that influence behaviour as
people strive to achieve their career aspirations. It describes four behavioural
states of competence
1.
Conscious
competence or IQ (Intelligence Quotient)
2.
Unconscious
competence or EQ (Emotional Quotient)
3.
Conscious
incompetence or PQ (Personal Quotient)
4.
Unconscious
incompetence or NQ (No Clue!)
While the model can be
applied to any employee group – those from different cultures, lateral hires,
graduates - it is especially relevant to women as is demonstrated in the
following analysis of the conscious and unconscious competencies of women in
management.
It explains why women fail
to progress up the corporate ladder at the same rate as their male
counterparts.
1. Conscious Competence or IQ
Women are consciously competent at IQ (ie their
technical ability to get the job done). IQ competencies include achieving
outputs, results, multi-tasking, performance and technical skills. In the first
half of a career IQ gets you noticed and promoted. If you work hard….you’ll be
rewarded.
2. Unconscious Competence or EQ
Women are unconsciously competent
at their EQ (how to get the job
done). EQ qualities include the ability to build and nurture relationships,
collaborate, innovate, manage stakeholders and ensure ethical decision-making.
These are all highly valued leadership capabilities and competencies in men, but
women don’t recognise, validate or value them in themselves. Instead women take
these qualities for granted because that’s ‘just who we are’.
3. Conscious Incompetence or PQ
Women are consciously incompetent
when it comes to PQ (personal brand). Women acknowledge that they lack skills
at networking, managing their work/life balance, conflict resolution,
assertiveness, professional development, taking care of their own well being to
name a few. But because they are aware of the ‘incompetency’ we can easily address
them through coaching, workshops or training modules, and discussions of
specific targeted books and articles.
4. Unconscious Incompetence or NoQ
The NoQ (no clue) area
is the area tied up with playing the
game, playing the politics, lobbying, promoting yourself, increasing your
personal and professional profile, exerting power/influence, asking for what
you want, negotiating for yourself.
The need to address
the NoQ’s acknowledges that after middle management the game has changed. Success is no longer about IQ….it is about NoQ.
Women however continue
to focus on their IQ competencies – the head-down bottom-up, work, work, work.
Not realising the game has changed, women fail to develop a new game plan.
However, identifying
the NoQ is just the first step.
Women in Australian
organisations have a strong resistance to the NoQ qualities, describing them as
showy, egotistical and lacking in depth. In fact, women who display NoQ
behaviours are often criticised by both men and women colleagues as being too
pushy and ambitious!
Clearly herein lies
the dilemma for women – to be successful in their careers they need to do
things differently, but doing it like the men doesn’t work for them or provide
effective role models for the next generation of potential women leaders.
The difference will be
made by women finding an authentic
leadership style and behaviours that incorporate the NoQ while at the same
time maintaining their personal integrity, values and ethics.
This is what authentic leadership is about……this is what
effective mentoring does.
Q Model Slide